Liberia Liberia The love of liberty brought us here Founded by freed slaves from the United States in 1847, and having endured two civil wars in recent decades, Liberia has been at peace since 2003, due to no small part to the country’s determined women, who boldly campaigned for an end to the last civil war. BRAC established operations in Liberia in 2008 and now provides hope for a better future to more than small enterprise development, agriculture, livestock and poultry, and health. What started out in 1972 in a remote village of Bangladesh as a limited relief operation, turned into the largest development organisation in the world. Of major non-governmental organisations, BRAC is one of the few based in the global south. Today, BRAC is a development success story, spreading solutions born in Bangladesh to 10 other countries around the world – a global leader in creating opportunity for the world’s poor. Organising the poor using communities’ own human and material resources, it catalyzes lasting change, creating an ecosystem in which the poor have the chance to seize control of their own lives. We do this with a holistic development approach geared toward inclusion, using services, community empowerment and more. Our work now touches the lives of an estimated 126 million people, with staff and BRAC-trained entrepreneurs numbering in the hundreds of thousands – a global movement bringing change to 10 countries in Asia, Africa and the Caribbean, with operations in our 11th country, Philippines, being launched in 2012.
Transcript
Liberia
LiberiaThe love of liberty brought us here
Founded by freed slaves from the United States in 1847, and having endured two civil wars in recent decades, Liberia has been at peace since 2003, due to no small part to the country’s determined women, who boldly campaigned for an end to the last civil war. BRAC established operations in Liberia in 2008 and now provides hope for a better future to more than
small enterprise development, agriculture, livestock and poultry, and health.
What started out in 1972 in a remote village of Bangladesh as a limited relief operation, turned into the largest development organisation in the world. Of major non-governmental organisations, BRAC is one of the few based in the global south.
Today, BRAC is a development success story, spreading solutions born in Bangladesh to 10 other countries around the world – a global leader in creating opportunity for the world’s poor. Organising the poor using communities’ own human and material resources, it catalyzes lasting change, creating an ecosystem in which the poor have the chance to seize control of their own lives. We do this with a holistic development approach geared toward inclusion, using
services, community empowerment and more.
Our work now touches the lives of an estimated 126 million people, with staff and BRAC-trained entrepreneurs numbering in the hundreds of thousands – a global movement bringing change to 10 countries in Asia, Africa and the Caribbean, with operations in our 11th country, Philippines, being launched in 2012.
Contents
Mission, Vision and Values 01Chairperson’s Statement 02Agriculture 04
Health 12Inside BRAC 16Development partners 17BRAC across the world 18Harnessing the past 20Governance 22Management 24Financials 25
Harnessing the pastEnriching the future
Annual Report 2011 1
Vision
A world free from all forms of exploitation and discrimination where everyone has the opportunity to realise their potential.
Mission
Our mission is to empower people and communities in situations of poverty, illiteracy, disease and social injustice. Our interventions aim to achieve large scale, positive changes through economic and social programmes that enable men and women to realise their potential.
Values
InnovationFor forty years, BRAC has been an innovator in the creation of opportunities for the poor to lift themselves out of poverty. We value creativity in programme design and strive to display global leadership in groundbreaking development initiatives.
IntegrityWe value transparency and accountability in all our professional work, with clear policies and procedures, while displaying the utmost level of honesty in our financial dealings. We hold these to be the most essential elements of our work ethic.
InclusivenessWe are committed to engaging, supporting and recognising the value of all members of society, regardless of race, religion, gender, nationality, ethnicity, age, physical or mental ability, socioeconomic status and geography.
EffectivenessWe value efficiency and excellence in all our work, constantly challenging ourselves to perform better, to meet and exceed programme targets, and to improve and deepen the impact of our interventions.
Vision, Mission and Values
2 Annual Report 2011
Chairperson’s Statement
It gives me great pleasure to present the
statements for the year ended 31 December 2011.
Liberia has been heavily reliant on foreign assistance for development. Civil war and government mismanagement destroyed much of Liberia’s economy, especially the infrastructure in and around the capital Monrovia. The country’s primary focus is on rebuilding the infrastructure and raising incomes. This will depend on generous
donor countries and foreign investment in key sectors, such as for the rebuilding of infrastructure and power generation, and the realisation of human potential. Only about 15% of the workforce is employed in the formal sector. The adult literacy rate is estimated at less than 60%, and 68% of Liberians live below the poverty line.
BRAC commenced operations in Liberia in 2008, following an invitation from the President and Nobel Peace Laureate Ellen Johnson Sirleaf. In the last three years, we have been working relentlessly for a better future for more than 500,000 Liberians
development, agriculture, livestock and health programmes. The agriculture programme has scaled up tremendously, and by the end of this year, BRAC had
seven counties under its agriculture programme, a vast difference from the
Annual Report 2011 3
three counties when the programme was
is operating in even more branches – 30 in total as of December 2011, serving 25,814 Liberians, an increase of 5,255 from last year and a growth rate of 25.56 per cent. Under our Small Enterprise Programme, this year we have disbursed USD2.22 million to 1,226 small entrepreneurs within 20 branches. In our health programme, we trained 660 female Liberians as CHPs in 2011 to provide basic healthcare door to door, and more than 80,000 households have been visited by our dedicated CHPs every month with 106,499 patients receiving treatment of basic palliative care, and 29,981 patients being referred to the nearest health facility for follow-up.
I would like to take this opportunity to commend the team in Liberia who has worked with enduring commitment to take advantage of every opportunity that has come their way. The quality of BRAC Liberia’s work can be attributed to the competence and knowledge of the team. On 15 June 2011, the Society for the Promotion of Peace, National
a pro-democracy peace-building civil society organisation in Monrovia, awarded
appreciation in recognition of BRAC’s
national recovery and re-building process.
Finally, I would like to extend my sincere thanks to the governing body members, whose leadership and foresight has steered the organisation to success. I thank the Government of Liberia and our development partners in Liberia, particularly Omidyar Network, the Soros Economic Development Fund, the Foundation Open Society Institute, Humanity United, the United Nations Capital Development Fund’s MicroLead Programme and Kiva, for their continued support as we strive to continue to build on these relationships and create greater value in our services to contribute towards the progress and prosperity of Liberia.
4 Annual Report 2011
Operating in eight countries, BRAC’s agriculture programmes work with governments to ensure food security. We build systems of production, distribution and marketing of quality seeds at fair prices; conduct research to develop better
farming techniques and proven technologies. Using environmentally sustainable practices, we are helping these
Uganda, Tanzania, Sierra Leone, Liberia, South Sudan and Haiti.
BRAC Programmes
Agriculture and Food Security
In 2008, BRAC launched its agriculture, poultry and livestock programme in Liberia. Agriculture is the largest sector of the Liberian economy, employing 70 per cent of the total population (2010) and earning 61.5 per cent of the country’s GDP. It is also the most important source of income for women in Liberia. Since the sector was largely destroyed by the civil war, its rehabilitation is essential for the economic sustenance of the country.
BRAC’s agriculture programme addresses the problem of poor crop and livestock
to medium farm enterprises. The programme is designed to increase agricultural output, decrease livestock mortality, raise farm income and increase rural employment. Crops grown for domestic consumption include rice, corn, cassava, sweet potato, plantains, yam, bitter ball, cucumber, okra, cabbage, eggplant and ground nuts. Liberian agriculture remains heavily dependent on rainfall, with less than 1 per cent of arable land under irrigation. Traditional livestock farmers breed nearly all of the cattle, goats and sheep using local animals and basic techniques.
Restoring Liberia’s economy BRAC is dedicated to strengthening agriculture needs of the country since its inception in Liberia in 2008 and has stepped up its activities as well as its outreach to residents in different localities and communities through its microfinance and small enterprise Programme, thus impacting the lives of targeted beneficiaries.
George Des KennedyDaily Observer
Elain Konah gives poultry vaccinations to residents of Kakata.
Annual Report 2011 5Agriculture and Food Security
The agriculture, poultry and livestock programme operates through community agriculture promoters (CAPs) and community livestock and poultry promoters (CLPPs) with farming experience, who are
groups and non group members. These promoters receive intensive training,
and assist other farmers, enabling them to substantially improve crop harvests and
from increased yields on their own farms as well as from additional income from selling services and inputs, such as high quality seeds, to their farming neighbours.
At each branch, BRAC recruits one programme assistant (PA) for agriculture, and one for livestock and poultry, who are responsible for training the community agriculture promoters and community livestock and poultry promoters and supervising their activities. The area agriculture coordinator and area livestock coordinator, who are agriculturists recruited
training of the PAs.
Our approach:Value chain interventions
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Community agriculture promoters (CAPs)
The primary agents for the agriculture activities are the self-employed community agriculture promoters (CAPs). They are required to have a minimum of two years agricultural experience and have to maintain a farm of at least two acres of land. They must be willing to work with other low income farmers in their community and supply them with quality inputs. CAPs are trained by BRAC area agriculture coordinators to offer technical assistance to general farmers operating on a small scale, i.e. less than one acre of land. Programme assistants at the branch
to identify CAPs from the members. The local BRAC branch is responsible for screening and short-listing candidates.
area agriculture coordinator at the area
CAPs are then provided with six-days
varieties, focussing on the entire life cycle
of the crop, starting from the preparation of the land to harvesting. When their training is complete, each of the agriculture
farmers living in their communities to be targeted with the support of the branch staff.
Of these farmers, 40 per cent will become model farmers who specialise in crop production and promote good farming practices to others in their communities. CAPs assist the farmers on technical issues such as the choice of varieties to grow, the usage of improved seeds, crop spacing, rotation, intercropping, weeding, planting, fertilisation, pest control, post-harvest management and the utilisation of by-products, as well as the integration of crop and livestock enterprises within the farm. They also sell improved seeds and other agricultural inputs like fertiliser and agro-tools.
6 Annual Report 2011 Agriculture
Community livestock and poultry promoters (CLPPs)
The livestock and poultry component also carries out community activities through self-employed community livestock and poultry promoters (CLPPs). These are experienced male or female livestock and poultry farmers who are selected
selection, they receive extensive training in animal husbandry, and information on animal health issues and vaccinations. Training also includes the production and conservation of fodder crops. Once trained, CLPPs generate income by charging fees for their services. With help from BRAC, they offer vaccination services, sell veterinary medicine and provide technical assistance to other
wider farming community. CLPPs also help to select and assist model poultry and live stock rearers. It is through this pyramid of entrepreneurial extension agents and structured supervision system that we can extend our services to thousands of people in Liberia.
Improving agriculture in Liberia
Agriculture workers in Liberia are constrained by low yielding inputs, rudimentary farm implements and a lack of education on advanced farming techniques.. BRAC’s programmes’ main objective is to engage and empower female agricultural workers by increasing
agriculture and livestock ventures. BRAC believes that this is the most effective way to address the dual need of eradicating female marginalisation and achieving sustainable agriculture development and food security.
In 2010, BRAC’s seed testing and multiplication farm in Kingsville began producing high quality rice seed to help improve agricultural yields in Liberia. In a day, an average of 50 workers is engaged in daily activities such as the preparation of land, ploughing, seedling raising, transplanting, maintaining intercultural operations, and harvesting. Some of these workers are specially selected for seed processing. The farm supervisor is essentially a model farmer whose
responsibility is to ensure the workers are being trained on modern and appropriate agricultural practices. In addition to planning and selecting plots for seed production, the farm supervisor oversees the daily activities of the workers and
production processes. The farm manager, is an agriculturist who is responsible for the overall management of the farm. He ensures the inputs of the farm and manages the daily workers. The farm manager also serves as a liaison with the government and research organisations.
Liberian agriculture Minister visits BRAC activities in Bangladesh
After returning from a visit to Bangladesh in May 2011, Deputy Agriculture Minister James B. Logan said in an interview with the BBC, “We have about 220,000 farming households in Liberia and in order to build capacity of these households we need to work closely with BRAC”. During his stay in Bangladesh, Mr. Logan visited BRAC’s seed production and processing initiatives and dairy projects.
In the same interview with the BBC, Mr. Logan said, “We consume 400,000 metric tonnes, out of which 185,000 metric tonnes are grown in Liberia. It is just too much money leaving the country and not because we don’t have agro-climatic conditions but simply because we have skill and resource constraints in production, processing, pest and disease control, marketing and business management.”
Growth in 2011
In 2011, 11.47 metric tonnes of high quality Nerica (New Rice for Africa, a cross between African and Asian rice) and FKR-19 varieties of seed rice were produced by the BRAC seed testing and multiplication farm in Kingsville. The same year, 337 farmers were trained as model farmers and provided support to other farmers in their respective communities. In addition, 2,095 smallholder farmers were trained on modern agricultural practices.
As part of the income generating activity for the CLPPs, a total of 271,754 poultry birds were vaccinated against Newcastle disease, Gumboro virus and infectious bronchitis. Additionally, 3,000 day-old layers and 31 tonnes of poultry feed were supplied to 28 farmers. In the same period, 44 farmers received a pair of small ruminants and 30 farmers each received a pair of piglets.
Annual Report 2011 7
C A S E S T U D Y
Agriculture
“I am grateful to BRAC for showing me how to successfully implement modern technological inputs in agricultural work. Now, I want to create a big vegetable farm, produce more vegetables and earn more money for the betterment of my family and the future of my children.”
Walter Campbell is a 42-year-old model farmer living in Grand Bassa County. He is mainly engaged in vegetable production but also grows a few cereal crops. Sometimes, he produces ground nuts as well. In the same area, he manages and takes care of eight acres of land. Walter was presented with the opportunity to become a BRAC model farmer when he met with one of BRAC’s area agricultural coordinator (AAC) and expressed his wish to produce vegetables using modern agricultural technologies. The AAC then proceeded to visit his farm and suggested that he produce vegetables as a stable source of income.
With the technical support provided by BRAC, Walter proceeded to cultivate watermelon, cabbage, squash, lettuce, okra and other types of vegetables. He also received credit support from BRAC, mainly agricultural inputs such as quality seeds, fertilisers, and agro-tools. The programme assistant and AAC of BRAC
to provide guidance and support. Walter learned how to properly prepare land and how to conduct all the intercultural
Compared to previous years, he was able to harvest more vegetables. Due to his continuous efforts, he was able to witness the fruits of his labour, and his vegetable harvest yielded in abundance.
land, he has to share his crop with the land owner. However, sharing what the land has
for him when selling the vegetables. From the income he earned through harvesting his crops, he was able to reimburse the funds he borrowed from BRAC on credit, as well as pay for his children’s school
fees, and medication. From his earnings, he is constructing his own house so that his family can have a permanent roof and shelter over their head. Currently, he is preparing the entire eight acres of land area for vegetable cultivation with the technical support from BRAC and with the help of his family members. Now people in his area respect him as a progressive model farmer and seek his advice to gather knowledge on vegetable production.
In Liberia, the majority of people are involved in small scale farming activities, such as raising chickens, sheep, goats or pigs and cultivating small plots of land of less than three acres. In addition to providing poor women with the investment capital for their activities, BRAC offers training and support on modern farming techniques which can greatly increase
Walter working in his vegetable farm.
WALTER CAMPBELL: From typical farmer to progressive model farmer
8 Annual Report 2011 BRAC Programmes
Microfinance
BRAC is a global development organisation that believes in scaling up. BRAC has been working in Liberia to lift people out of poverty by fostering entrepreneurship and helping Liberians realise their potential since 2008. BRAC has successfully launched programmes
poultry and livestock, reaching 170,100 of the poorest Liberians. In 2009. BRAC
Liberia to commence their operations in
BRAC through this company offers an opportunity for the poor to have access
households and utilise their resources
protection against risks and enables them to become economically active. BRAC Liberia is working with the same vision as
and environmental degradation and create a society free from these issues.
Improving socio-economic positions
The immediate objectives of the BRAC
marginalised families, to initiate sustainable micro-enterprises and to strengthen the
effective management of the micro-credit systems. The main impact of the
provide additional sources of employment
impact on the family income of the borrowers.
been designed to provide poor and marginalised women with reliable access
December 2011, BRAC Liberia currently provides micro-loans to assist poor women in carrying out income generating
seven counties out of 15, serving 24,751 women who are the members of 1,514
approach to support livelihoods. Over the course of the last four decades, we have grown to become one of the
their lives.
group organisations. The cumulative disbursement is USD 8.92 million. In the
staff work together with 313 national staff to develop the capacity of the clients.The programme also provides loans to 1,063 small entrepreneurs through its small enterprise programme (SEP), which consists of USD 3.14 million to allow entrepreneurs the opportunity to start or restart their businesses.
BRAC also plays an important role in developing the capacity of its local employees by providing practical, specialised capacity building. Through the awareness and capacity building of its members, as well as that of the greater community, BRAC is helping Liberia’s government achieve its goal of developing a well-founded and functioning
Microfinance meeting in Kakata
Annual Report 2011 9Microfinance
BRAC recognises that women are the primary caregivers who know that the education of their children will mean the sustainability of their families and households through subsequent generations. BRAC shows how micro-credit schemes are a very important means of delivering self-sustainability in the poorest communities and how women are proving to be the most responsible and successful beneficiaries.
Cherie BlairHuman Rights Activist
Cherie Blair Foundation for Women
Our approach:Step-by-step economic development
Community partnerships and institution-building are essential for poor people if they are to change their economic, social and political conditions. We deliver our micro-loans, along with other services, through organising groups of women into village organisations (VO) that come together to improve their socio-economic position.
conduct area surveys and consult with community leaders and local elders to select 25-40 members for each group.
The group is then sub-divided into
elected leader. The members of the small groups take responsibility to solve any peer repayment problems. New borrower groups meet four times prior to loan disbursement. After these initial set-up meetings, they meet weekly to make their loan repayments and to discuss the credit decisions with their dedicated BRAC credit
BRAC provides training and technical assistance to its members and others in the community, enabling them to earn more income from existing activities and to start new income generating activities.
10 Annual Report 2011
BRAC borrowers are usually poor women between the ages of 18 and 60 who typically have an existing business that was established prior to receiving their micro-loan. The loans represent a substantial investment in these businesses and allow them to expand and diversify, sell a greater variety of products and move
play a crucial role in helping households manage crises. Borrowers usually have
in helping them cope with external events that might otherwise force them to sell off their businesses and assets. Twenty-one different business sectors are supported
The key features of a micro-loan consists of loan repayments in small weekly installments, no required physical collateral, loans ranging from USD 100 to 500, competitive interest rates, life insurance, service delivery to village members, and availability in both rural and urban areas.
loans are: selling second-hand clothes or shoes, soft drinks/ water, bush meat and
groceries, running hairdressers or beauty parlours, a restaurant or a bar; tailoring, , and food cooking or vending.
Small entrepreneurs run businesses that, while too large to qualify for traditional
for accessing credit through the formal
the small enterprise programme (SEP) loans are directly given to individual entrepreneurs, both male and female, rather than in group settings. In addition to targeting entrepreneurs with existing businesses, the programme is intended to act as the next step for
businesses grow beyond the scope of micro-loans. These loans also enable small enterprise owners to create new employment opportunities in their communities.
Small enterprise loans are made available with loans ranging from USD 1,000 to 3,000. They are set at competitively low interest rates with repayment modes at equal monthly installments. Twenty-one different business sectors are supported through this programme.
Growth in 2011
operating in 30 branches. The number of total borrowers increased from 20,559 in 2010 to 25,814 in December 2011, with a net increase of 5,255 borrowers and a growth rate of 25.56 per cent.
The loan disbursements increased to USD 6.64 million, with a net loan disbursement increase of USD 2.31 million, and a growth rate of 53 per cent. Since its inception in Liberia, BRAC Liberia disbursed USD
SEP programmes; loans were disbursed to clients across seven counties (Bong, Grand Bassa, Grand Cape Mount, Lofa, Margibi, Montserrado and Nimba, and) within 30 branches. The average loan
USD 2.22 million was disbursed to small entrepreneurs through the small enterprise programme within 20 branches in 2011. The average loan size is USD 1,812. The cumulative loan disbursement in the small enterprise programme is USD 3.14 million, with 1,826 loans disbursed.
There were USD 2.52 million loans outstanding in 2010 and it has increased up to USD 3.73 million in December 2011, with a growth rate of 48 per cent.
Scaling up and adaptation
We have taken steps to overcome challenges and to improve our approach by providing appropriate training and motivation for staff and group members. We follow a system to methodologically select loans and have a method of verifying them. We will take the necessary steps to improve the implementation of monitoring and follow-up processes, and will continue to collaborate with different stakeholders to continually improve our current situation.
Future plan
For 2012, BRAC has planned to achieve 37,040 members, 31,440 borrowers, USD 8.93 million loan disbursements and 5.41 loan portfolios by forming 151 new group organisations. We aim to increase our reach by 2,355 new members and 5,626
Company Limited is presently covering seven counties out of 15, and 20 districts out of 64.
The government of Liberia is expecting development agencies to work in South-Eastern Liberia, where there is an opportunity to expand our branches by covering more counties, districts and communities. This will result in more
Company Limited has applied to get a loan fund from Central Bank of Liberia, at an amount of LRD 144 million (USD 1,959,183). We hope to start a new skills, awareness and motivational training facility for group members and staff. There are plans for mobile money transfer (e.g. installment collection and loan disbursement through Lonestar MTN and Ecobank). We plan to address a variety of
transportation links and a lack of banking facilities.
Annual Report 2011 11
“BRAC has changed my life by giving me money for my business. I can send my kids to school, give them a home to live in, and take them to the hospital when they are sick.”
Kemah Fahnbulleh has overcome adversity and has developed a thriving business as a shopkeeper in Kabbeh Market in Barnersville, Liberia. In 1992, Kemah was displaced from Grand Cape Mount due to the civil war in Liberia. She had to leave
a refugee camp. She was alone on this
carrying her smallest child. Kemah’s will to survive and determination to provide for her children can be seen in the pride she takes in her store.
After settling in Barnersville, she built a mud hut for shelter. There was no opportunity to work, so she started selling
goods from a small table alongside the road. After many years of slowly building her business, she was introduced to
Limited. After becoming a member in
(USD 231).
She used the loan to increase the inventory in her store. Kemah is now on her fourth loan of LRD 25,000 (USD 340), nearly doubling her previous loan size, and she has established a strong borrower history by never missing a payment. The infusion of capital into her business has had a dramatic impact. What originally started out as a small table outside her mud hut has now become a permanent store in a good location.
She has expanded her business as well; she now sells food, clothes, durable goods, candy and drinks. Her new products have increased her customer base and made her a one-stop shop in the
growth and went from being of a worth of LRD 700 (USD 9.52) to LRD 35,000 (USD 476). With the increased income from her business, Kameh has been able to provide
children ranging in ages two to 22. With the increased income from her shop, she has been able to send four of her children to school.
Without BRAC, Kemah’s only other option
money club. Typically, the money club does not provide enough capital, charges a high interest, and has a short three-week loan term. Kemah says, “Financing from the money club does not cover the
from BRAC, Kemah’s shop has grown to
in the market. In fact, Kemah is such a supporter of BRAC that she became secretary for her lending group to help others apply for loans. Her dreams for the future of her business are to see even more increased sales so she can send one of her children to college one day.
C A S E S T U D Y
Microfinance
Kemah in front of her store.
KEMAH FAHNBULLEH: Starting from scratch
12 Annual Report 2011 BRAC Programmes
Health
The war greatly weakened Liberia’s healthcare system, destroying about 95 per cent of the country’s previous 325 health facilities. There are fewer than 200 physicians serving the Liberian population of nearly 3.5 million, and the life expectancy at birth is among the lowest in West Africa. To address the lack of access to health services, BRAC began community health activities in Liberia in 2008, following a proven model of community healthcare developed in Bangladesh, which has been successfully
A picture of progress
implemented in BRAC programmes across Asia and Africa. The health programme takes a multi-pronged approach to reduce the health risks for poor communities in Liberia. We focus on the prevention and control of malaria, tuberculosis (TB) and HIV/AIDS, the reduction of infant
accessibility to health by taking healthcare to the doorstep of the people in the
Working in eight countries, BRAC’s health programmes promote sustainable and accessible healthcare for the poor in collaboration with both the state and private healthcare sectors. Working in their own slums and villages, BRAC’s ‘army’ of self-employed community health promoters helps whole communities stay healthy, with a groundbreaking door-to-door approach. These workers create a cost-effective bridge between underserved poor communities and formal healthcare systems. BRAC also organises health meetings to encourage an exchange of knowledge, thus empowering people to take care of themselves, their families and neighbours.
A woman selling deworming tablets at a health forum in Matadi, Monrovia
Annual Report 2011 13Health
Community Health Promoters (CHPs), and employs Female Programme Assistants (PA) to supervise them. The women we select for the CHP training have been
them time to conduct daily household visits. They are the central point of contact for health concerns in their communities. Each CHP has an overall responsibility for 150-200 households in her area that she will visit every month – all within one kilometre of her home. CHPs earn a small income from selling healthcare products such as condoms, oral rehydration solution, sanitary napkins, hygienic soap,
treated mosquito nets and some over-the-counter drugs, such as paracetamol, antihistamines and antacids.
Community health and nutrition education
BRAC takes a multi-pronged approach to community health education and to sensitise women about basic healthcare needs and practices. We offer community health meetings on issues such as malaria, immunisation, TB and HIV prevention, maternal health, family planning, and water, sanitation and hygiene.
Immunisation
BRAC works closely with County Health Teams through their participation in the Ministry of Health and Social Welfare’s (MoHSW) national immunisation campaigns. In a period of six months, 50,295 children had been immunised by December 2011.
Family planning
During regular household visits, the CHP encourages women to use modern methods of contraceptives where there is a demand. CHPs also refer eligible couples to the nearest healthcare facilities. In addition to providing referral services,
BRAC’s global contribution to utilising health workers and using mobile technology has proven itself area after area.
Jeffrey SachsDirector, Earth Institute
Columbia University
Our approach:
CHPs sell condoms within the community. BRAC is a member of the Reproductive Health Technical Committee of the MoHSW, and also a core member of the Service Delivery Sub-Committee, which concerns itself with policy issues and quality improvement of reproductive health services in the country.
Reproductive healthcare
One of BRAC’s primary concerns is to improve maternal healthcare awareness
objective, CHPs identify pregnant women during their household visits and refer them to nearby government- or non-government-operated health facilities. The CHPs raise awareness of pregnancy care and prenatal danger signs and follow up to ensure that antenatal care (ANC) and postnatal care (PNC) visits to health facilities are made. The CHP keeps a check on whether her clients have taken their Tetanus Toxoid (TT) doses and completed the intermittent presumptive therapy (IPT) course, which is a preventive measure against malaria commonly prescribed throughout Africa for women during pregnancy. She also raises awareness on the importance of voluntery counselling and testing (VCT) for HIV/AIDS. BRAC is providing ANC services in three counties and so far, 897 pregnant women in 47 communities have received ANC services from our programme assistants.
14 Annual Report 2011
Malaria prevention and control
suspected cases of malaria and refers patients to the nearest health facility. She follows up to determine test results and then to see if the patient is taking their anti-malarial medication. A relative of the patient is put in charge of supervising the medication intake according to their prescription. The CHP then conducts a follow-up visit to ensure the patient’s recovery and to make sure that he or she has not developed further complications. The CHP keeps records of this information in her household visit register.
BRAC observed World Malaria Day was observed on 25 April 2011 at Monrovia and Gbarnga City of Bong County.
Tuberculosis prevention and control
CHPs implement a well-tested community-based approach for increasing and sustaining tuberculosis case detection and treatment. During household visits, CHPs look for simple symptoms. When a
the CHP encourages that person to be tested at a nearby health facility. She explains the dangers that tuberculosis can pose to the sick person as well as the rest of the family and then follows up on the patient to determine the test results. If the patient tests positive, the CHP can also act as a direct observation treatment short-course (DOTS, strategy recommended by WHO for controlling TB), involving a second party observation of a tuberculosis-infected person taking a prescribed course of medication, so that the patient does not default on taking medication, which over time results in drug resistance. BRAC is working closely with county healthteams. In Bong and Lofa counties, BRAC is providing community-based DOTS services where currently 59 tuberculosis patients are being observed. One tuberculosis microscopic centre at the Barnersville government clinic is run by BRAC, and BRAC is also a member of the group on Public-Private Mix PPM for TB control programme.
BRAC observed World Tuberculosis Day was observed on 24 March 2011 at Monrovia and Gbarnga City of Bong County.
Basic curative services
CHPs are trained to diagnose and treat some common ailments such as diarrhoea, dysentery, common cold and fever, helminthiasis, anaemia, ringworm, scabies, hyperacidity, angular stomatitis
refer individuals with more complicated conditions to local public and private health facilities.
Affordable diagnostic services
In October 2010, BRAC established a diagnostic laboratory to help meet the demand for affordable medical laboratory facilities. The lab provides affordable diagnostic services, focusing on marginalised and vulnerable groups. It is also helping reduce transmission of infections and supporting appropriate treatment of diseases through early case detection.
Upon arrival, all patients are registered and, following an initial consultation, are provided with recommendations on appropriate lab diagnostics. They are then offered medical advice and treatment by the medical practitioner on duty. An adjacent drug dispensary sells prescription drugs at affordable prices. While basic diagnostic services are provided to patients for an affordable service charge, subsidies are given to those who are unable to afford the basic fees.
BRAC recruited two local staff as lab aids, who were given a one month hands-on training in laboratory testing techniques. Additionally, CHPs and programme assistants were given a 5-day training course on rapid diagnostic tests for
processing, preservation, and transport of lab samples. The lab puts particular focus on tuberculosis and malaria diagnoses.
Growth in 2011
More than 80,000 households were visited by 552 CHPs every month, with 48,485 patients receiving treatment of basic palliative care, and 14,550 patients being referred to the nearest health facility for follow-up treatment and testing. A total of 128,360 participants attended 12,265 community health forums organised by BRAC health staff, while 4,694 consultations and 6,768 lab tests were performed at the diagnostic laboratory since its launch. In the reporting period, 302 patients were served free of cost at the health and diagnostic centre.
Annual Report 2011 15
“If BRAC was not around, I would have probably gone to the nearest clinic or hospital to receive medicine and a follow-up. I would have had to spend money for transportation and be at-risk for discontinuation of treatment because going to the clinics is costly. So, the service provided by BRAC’s health programme was economical for me, and ensured regularity for my visits, which is crucial for TB treatment. I admire BRAC’s community-based work and request them to continue.”
Oldpa Flomo is a 35-year old man living in Gbarnga City in Bong County. He was diagnosed as a tuberculosis patient by one of BRAC’s visiting community health promoters. He received the community-based DOTS service whereby the CHP administered treatment every day for
the activities of the community health promoter, as she provided him with medicine every day and motivated him to continue the treatment. In just a few short months, Oldpa fully recovered from his illness.
Tuberculosis is a leading cause of deaths from infectious diseases worldwide. Of the 22 countries battling with 80% of the
say nine of them are in Africa. In Liberia,
persons in the country has tuberculosis, and treatment is limited by a shortage of
funds. The disease is particularly hard
multi-drug-resistant and extensively-drug-resistant strains that are more expensive to treat, further worsened by the generally lower level of primary healthcare and less access to that care in rural areas.
Health
C A S E S T U D Y
Oldpa is now fully recovered from tuberculosis.
OLDPA FLOMO: A man motivated by BRAC to overcome tuberculosis
16 Annual Report 2011
RecruitmentBRAC has many committed staff members helping to implement our work in the heart of local communities across Liberia. Career opportunities include positions
accounts assistants, as well as health, agriculture and livestock area coordinators and programme assistants. Community promoters for agriculture, poultry and livestock, and health programmes are recruited through BRAC group members and individual contacts.
By the end of 2011, we employed 388 Liberians, 70 per cent of whom are women in their twenties or thirties looking for the kind of fast career trajectory that BRAC offers to its employees. We also brought in 38 experienced sector specialists from
management and ensure that extensive operational expertise is available across all our programmes.
Inside BRAC
Training and capacity BuildingBRAC believes in continually investing in capacity development of its staff to help them develop within the organisation. Most
and accounts assistants, spending almost
meetings, awareness-raising activities and undertaking survey work and monitoring. In 2011, 152 staff members of BRAC
attended various programme-based training courses.
To ensure our workforce is always kept up to date on the latest developments
refresher trainings for all its community health promoters, livestock and poultry volunteers and agriculture extension workers. In 2011, we trained 121 agriculture community promoters, 337 model farmers, 125 horticulturists, 21 broiler and layer rearers, 88 small ruminant rearers and 74 pig rearers.
Our staff also received a range of training relevant to seed enterprise, including quality assurance, processing, production, storage, marketing and business management at the Seed Enterprise Management Institute at the University Of Nairobi, Kenya as well as at IITA-AGRA, Nigeria, in the year concluded.
Some of Liberia’s major development organisations have been holding their training programmes at BRAC’s Learning Centre since July 13, 2011. The training programmes include OXFAM GB’s ‘Modern Agricultural Practices’ for the Amenu Farmers Cooperative from Nimba County, AGRA’s workshop on seed production and processing for BRAC, Arjay Farms and Green Star Inc., ODAFARA’s training on food security and agricultural productivity for the Ministry of Agriculture and local farmers’ organisations.
Monitoring2011 marks the second year of the operation of our monitoring department which provides BRAC’s management teams with feedback on the operational performance of the development programmes. The department runs monitoring activities in both Liberia and Sierra Leone independently from the country programmes to ensure that feedbacks are unbiased. In addition to monitoring day-to-day operational activities, the department reviews
and suggests methods for quality improvement.
Annual Report 2011 17
Development Partners
BRAC’s programmes in Liberia were launched through a unique partnership with the Soros Economic Development Fund (SEDF), the Foundation Open Society Institute, Omidyar Network and Humanity United.
In addition to supporting BRAC in Liberia through grant funds, Omidyar Network and SEDF are active investors in BRAC
with a 49 per cent equity stake and representation on its governing board. Of
are from the Foundation Open Society Institute, one is from SEDF and another member is from Omidyar Network. This
BRAC’s approach towards development
countries in West Africa. As co-owners of the company and investors in economic development and social change in Liberia, Omidyar Network and SEDF provide solid support to BRAC’s nascent operations, thereby creating leverage and attracting additional investment. BRAC expects to continue receiving support from these investors through 2012.
In 2010, the United Nations Capital Development Fund (UNCDF) MicroLead Programme provided a one million USD grant support to the BRAC Liberia
partnership with Kiva started in April 2011, through which BRAC receives an average of USD 25,000 per month as refundable interest-free loans that will increase up to USD 1,000,000 per month for the next year.
BRAC Liberia started working with the Alliance for Green Revolution in Africa (AGRA) in June 2011 in 20 communities where BRAC is operating for two years, for a project titled ‘Increasing Knowledge, Production and Access to Improved Seed Varieties’. The main objectives of the project are to create farmers’ awareness on the use of improved variety seeds for greater productivity, to increase production of seeds of improved varieties, to disseminate seed packages to smallholder farmers at affordable prices, and to ensure quality seeds for livelihoods and food security. By December 2011, BRAC Liberia had received payment for two-quarters of a total of USD 15,000 from AGRA for the project. The total expenditure of the two-year project is USD 79,475.
BRAC has also maintained its Observer status in the monthly meeting of the Liberia Coordination Mechanism of the Global Fund to Fight AIDS, Tuberculosis and Malaria.
Coordination and collaboration
BRAC has built strong relations with the Ministry of Health and Social Welfare (MoHSW) through collaboration and coordination processes. BRAC still continues its support to the government-run tuberculosis treatment centre in Barnersville by providing diagnostic services, lab equipment and human resources.
BRAC regularly takes part in government-led health coordination meetings at the county and national levels, and actively participates in the tuberculosis and malaria partner institutions’ meetings conducted by the tuberculosis and malaria control programmes of the MoHSW. BRAC has also been enthusiastically taking part in the National Tuberculosis, Malaria, World Breast Feeding, World Contraceptive and National Immunisation Days.
18 Annual Report 2011
BRAC across the world
Annual Report 2011 19
Functional education
Life skills development education for adults that helps to build solidarity, create a savings mentality and prepare people for new income generation
Para-professionals
Pioneering models for vaccinators, community health workers and ‘barefoot lawyers’ that provide incentive based jobs for those ready to serve their own communities
Harnessing the Past: Our innovations in the last four decades
Homemade oral rehydration solution campaign
A groundbreaking campaign in which 13 million households in Bangladesh learned how to make oral saline at home – a lesson that continues to save millions of lives from diarrhoea
Incentive salary system
A result oriented incentive package that measures effectiveness of and compensates our community workers and volunteers accordingly
Education for dropouts and non entrants
Our own primary schools that help disadvantaged children make successful transitions to formal schools
Enterprises for value chainsupport
An integrated network of our development programmes, enterprises and investments that result in a unique synergy that supports our holistic approach for alleviating poverty
Directly observed treatment (DOT) for TB control
An effective treatment method for tuberculosis, a result of our incentive based salary system for community health workers, ensuring patients’ daily intake of medicine for six months or more
Credit ++ approach
An integrated set of services for the landless poor, marginal farmers and small entrepreneurs working together to strengthen the supply chain of the enterprises in which our microfinance borrowers invest
Village organisations (VOs)
The most effective medium for catalysing change in disadvantaged communities
20 Annual Report 2011
Pre primary schools
Our own pre primary schools where we prepare underprivileged children to enter mainstream primary schools
Birthing huts
Safe and culturally accepted childbirth places with appropriate services for mothers in urban slums
Hybrid maize
A pioneer venture to commercialise corn harvesting, which plays a key role in making farmers shift from traditional single cropping to multiple cropping to maximise land usage during idle seasons
Popular theatre
A traditional platform became an effective communication medium to advocate for social changes in rural communities, particularly to the illiterate
Unique management model
A unique management model that focuses on internal control without suffocating creativity, runs our large scale interventions cost effectively, and enables us to constantly learn from the communities we serve across the world
We transformed over 2,000 rural poor into entrepreneurs with an innovative livelihood opportunity: providing fee based ‘door to door’ artificial insemination and education services for livestock farmers
M-health services
A mobile based platform that community health workers use to collect data and provide a range of real time automated services such as storing patient records, categorising and assessing medical risks, prioritisingmedical responses and monitoring referrals
Empowerment and livelihood for adolescents
A range of initiatives to empower adolescents including skills training, social development and micro-loans for their future businesses.
Adolescent clubs
Safe spaces where peer driven intervention for adolescents enhance their personal growth and social skills
Sharecroppers scheme
A phenomenal initiative to offer soft loans for tenant farmers (sharecroppers) with a specially tailored recovery plan
Challenging the frontiers of poverty reduction
A unique model focusing on extremely deprived women to improve their economic and social situations, allowing ultra poor households to graduate from extreme poverty and enter mainstream development programmes
Annual Report 2011 21
22 Annual Report 2011
Governance
BRAC Liberia (NGO)
Sir Fazle Hasan Abed
Founder and Chairperson, BRAC
Sir Fazle is recognised by Ashoka as one of the “global greats” and is a founding member of its prestigious Global Academy for Social Entrepreneurship. He was also appointed Knight Commander of the Most Distinguished Order of St. Michael and St. George (KCMG) by the British crown in 2010 in recognition of his services to reducing poverty in Bangladesh and internationally. He has received numerous national and international awards for his achievements in leading BRAC, including WISE Prize – the world’s first major international prize for education by Qatar Foundation (2011), the David Rockefeller Bridging Leadership Award (2008), the Conrad N. Hilton Humanitarian Prize (2008) – the world’s largest humanitarian prize, the Inaugural Clinton Global Citizen Award (2007), the Henry R. Kravis Prize in Leadership (2007)
Dr. Mahabub
Hossain
Executive Director, BRAC and BRAC International(Ex-officio)
A renowned agriculturaleconomist, Dr. Hossainis former head of SocialSciences Division ofthe International RiceResearch Institute(IRRI), Philippines andformer director Generalof the BangladeshInstitute of DevelopmentStudies (BIDS). Hewas awarded thefirst Gold Medalfrom the BangladeshAgricultural EconomistAssociation in 1985,in recognition ofoutstanding contributionto understandingthe operation ofrural economy inBangladesh.
Muhammad A.
(Rumee) AliManaging Director, BRAC (Ex-officio)
Mr. Rumee is the vice chairmanof BangladeshAssociation of Banksand a member ofthe Global SteeringCommittee ofthe ‘PerformanceBased Grants Initiative’of the InternationalFinance Corporationand the TechnicalAdvisory Committee ofBangladesh InvestmentClimate Fund. Heserved as the deputygovernor of BangladeshBank, and countryhead and generalmanager of GrindlaysBangladesh. He wasappointed the CEO ofthe Standard CharteredGroup in Bangladesh,heading both StandardChartered Bank andStandard CharteredGrindlays Bank. He alsoserved as a member ofthe Governing Body ofPKSF.
Tanwir Rahman
Director, Finance, BRAC and BRAC International
Previously, Mr. Rahman was the Divisional Controller for HBG (Hollandsche Beton Groep) Royal BAM, Assistant Controller for Mitchell engineering, Senior Project Accounting Manager for Bovis Lend Lease. Before joining BRAC he worked as Controller for Allied Container System.
Faruque Ahmed
Senior DirectorBRAC International
Prior to joining BRAC, Mr. Ahmed worked for the World Bank. He is a member of the working group of Bangladesh Health Watch, a civil society initiative, vice chair of Bangladesh Country Coordination Mechanism for Global Funds for AIDS Tuberculosis and Malaria and a member of World Bank Civil Society Consultative Group on Health, Nutrition and Population. He also represented civil society on the GAVI Alliance Board.
Annual Report 2011 23
BRAC Liberia Microfinance Company Ltd
ShareholdersBRAC (51%)
Soros Economic Development Fund (SEDF) (24.5%)
Omidyar Network (ON) (24.5%)
Governance
Faruque Ahmed
Senior DirectorBRAC International
Tanwir Rahman
Director, FinanceBRAC and BRAC International
Susan Davis
President and CEOBRAC USA
Neal Delaurentis
Soros Economic Development Fund (SEDF)
Arjuna Costa
Omidyar Network (ON)
Tennyson Williams
Open Society Initiative West Africa (OSIWA)
T.Negbalee Warner
Open Society Initiative West Africa (OSIWA)
S.N. Kairy
CFOBRAC Group
24 Annual Report 2011
Management
Born in Bangladesh, Mr. Salam has over 24 years of experience working at BRAC Bangladesh and BRAC International in areas including public health, social and organisational capacity building, and programme coordination and management. He has been a key liaison between BRAC and its stakeholders, government representatives, donor agencies and partner organisations. Prior to working for BRAC in Liberia from 2008 as Senior Representative, he served as Senior Programme Coordinator and Programme Manager for BRAC’s health programmes in Bangladesh and Tanzania, respectively.
Mr. Salam completed both his B.A. and M.A. in Economics at Chittagong University in Bangladesh. He also completed a Master’s degree in Primary Health Care Management at Mahidol University in Thailand. His educational background has been complemented by several trainings including on monitoring and evaluation of social development projects at the University of Wales Swansea in the UK; a programme for development managers at the Asian Institute of Management in the Philippines; and training on epidemiology and biostatistics from BRAC’s International Centre for Diarrhoea; Disease Research in Bangladesh. In addition to undertaking extensive travels across many countries in Asia and Africa, Mr. Salam is a frequent writer of articles on health issues. .
Mohammed Abdul Salam
Country Representative, BRAC in Liberia
Mr. Hossain, born in Bangladesh, obtained his Bachelor of Commerce degree from Dhaka University and a Master’s Degree in Commerce (Management) from the National University in Bangladesh. He has 16 years of experience working for BRAC in Bangladesh, Tanzania and South Sudan in several positions, ranging from Branch to Regional Accountant and from Branch to Regional Manager for BRAC’s microfinance programmes. Mr. Hossain started to head BRAC’s microfinance programmes in Liberia in January 2012.
Md. Billal Hossain
Managing Director of Microfinance, BRAC in Liberia
Annual Report 2011 25
Notes
VOSCON INC.
MANAGEMENT REPORT
Management’s Responsibility Statement
Going Concern
Results
To: The Board of Directors BRAC Liberia
Management Responsibility
Auditors Responsibility
2011 2010 2011 2010
Notes LRD LRD USD USD
ASSETS Non-Current Assets
10
Current Assets 1112
Total assets 114,877,532 151,765,286 1,584,518 2,408,97
LIABILITIES AND CAPITAL FUNDLiabilities
1313.1
Total liabilities 29,882,193 12,115,080 412,168 192,303
Capital fund14
Total capital fund 84,995,339 139,650,206 1,172,350 2,216,670
Total liabilities and Capital fund 114,877,532 151,765,286 1,584,518 2,408,973
BRAC LIBERIAIndependent Auditors’ Report and Financial Statement
For the year ended December 31, 2011
Notes 2011 2010 2011 2010
LRD LRD USD USD
Total Income 78,738,371 77,891,813 1,086,046 1,236,378
Total Expenditure 78,738,371 77,891,813 1,086,046 1,236,378
Operating Surplus - - - -
Surplus Reserve 15,888,402 - 219,150 -
BRAC LIBERIAIndependent Auditors’ Report and Financial Statement
For the year ended December 31, 2011Statement of Receipts and Payments
BRAC LIBERIAIndependent Auditors’ Report and Financial Statement
For the year ended December 31, 2011Statement of Cash Flow
BRAC LIBERIA MICROFINANCE COMPANY LIMITEDAs at December 31, 2011
Statement of Financial Position
Notes 2011 2010 2011 2010
LRD LRD USD USD
Net income from service charge 100,989,978 55,132,247 1,392,965 772,160
Total operating income 110,669,662 46,149,393 1,526,478 658,353
Operating income after impairment charges 95,364,879 30,698,790 1,315,378 441,958
118,609,775 73,010,933 1,635,997 1,023,992
ll(a) - - - -
- - - -Total comprehensive income (23,244,896) (42,312,143) (320,619) (582,033)
BRAC LIBERIA MICROFINANCE COMPANY LIMITEDFor the year ended December 31, 2011
Statement of Comprehensive Income
BRAC LIBERIA MICROFINANCE COMPANY LIMITEDFor the year ended December 31, 2011Statement of changes in equity
Donor Retained Donated Total Capital Total CapitalFund Earnings Equity Fund Fund
LRD LRD LRD LRD USD
At 31 December 2010 71,500,000 (49,919,369) - 21,580,631 301,827
At 31 December 2011 - (73,164,265) 71,500,000 (1,664,265) (22,955)
Notes 2011 2010 2011 2010 LRD LRD USD USD
Net (decrease)/increase in cash and cashequivalentsCash and cash equivalents at beginning (87,717,013) (71,537,800) (1,209,890) (1,000,529)of the year 183,307,171 254,844,971 2,528,375 3,564,265Cash and cash equivalents at end of theyear 12 95,590,158 183,307,171 1,318,485 2,563,737
BRAC LIBERIA MICROFINANCE COMPANY LIMITEDFor the year ended December 31, 2011
BRAC LIBERIA MICROFINANCE COMPANY LIMITEDNOTES TO THE FINANCIAL STATEMENT
1. Reporting entity
2. Basis of preparation
(1USD : 72.5 LRD) and 2010 (1USD : 71.5 LRD)
(a) Foreign currency transactions
Interest income
Loan administration fees
Fixed assets (operating assets) (i)Recognition and measurement
